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Faster burn rates, faster unicorns and faster failures
McKinsey · 2020 · industry_trends
Faster burn rates, faster unicorns and faster failures
0.8 — Years to reach unicorn status
 Brazil has consolidated itself as a continental hub, attracting players from all over the world...
McKinsey · 2020 · market_landscape
Brazil has consolidated itself as a continental hub, attracting players from all over the world...
2/3 — gross revenue
 ... and a top unicorn builder
McKinsey · 2020 · market_landscape
... and a top unicorn builder
13 — Number of unicorns
 In 2019, there were big structural exit opportunities through M&As...
McKinsey · 2020 · case_study
In 2019, there were big structural exit opportunities through M&As...
 Local champions favored US stock exchanges
McKinsey · 2020 · market_landscape
Local champions favored US stock exchanges
15.910 — Volume of equities traded
 COVID-19, however, already impacted funding rounds...
McKinsey · 2020 · industry_trends
COVID-19, however, already impacted funding rounds...
30% — Percentage of startups
 ... And should impact future valuations...
McKinsey · 2020 · scenario_analysis
... And should impact future valuations...
27% — funding expectation
 Start-ups compete for top talents
McKinsey · 2020 · competitive_analysis
Start-ups compete for top talents
38% — Average monthly salary
 However, tech talent seems to be a bottle neck
McKinsey · 2020 · problem_statement
However, tech talent seems to be a bottle neck
>1 mn — Tech talent gap
 Technology talent-gap remains significantly bigger in Brazil: for each new tech professional, Brazil graduates more than 11 law or business students
McKinsey · 2020 · benchmark_peers
Technology talent-gap remains significantly bigger in Brazil: for each new tech professional, Brazil graduates more than 11 law or business students
11x — Graduate ratio
 There is a huge quality gap in tech education
McKinsey · 2020 · quote_slide
There is a huge quality gap in tech education
35% — tech course quality
 Globally, governments have been promoting education initiatives to address the gap in technical education
McKinsey · 2020 · case_study
Globally, governments have been promoting education initiatives to address the gap in technical education
 Start-ups develop their own alternatives to fill the talent pipeline
McKinsey · 2020 · strategic_options
Start-ups develop their own alternatives to fill the talent pipeline
 The “young entrepreneur” is a myth
McKinsey · 2020 · key_messages
The “young entrepreneur” is a myth
42 — Average age of founders
 As they grow, start-ups thrive on "white hair" experience
McKinsey · 2020 · quote_slide
As they grow, start-ups thrive on "white hair" experience
 The pressure for lower burning rates due to the COVID-19 crisis should impact talent acquisition...
McKinsey · 2020 · industry_trends
The pressure for lower burning rates due to the COVID-19 crisis should impact talent acquisition...
55% — Percentage of respondents
 ... but massive layoffs are yet a question mark
McKinsey · 2020 · market_landscape
... but massive layoffs are yet a question mark
68% — Predictable layoff percentage
 Obrigado, stay safe!
McKinsey · 2020 · closing_ask
Obrigado, stay safe!
 Due to COVID-19 ridership has fallen drastically across all transit systems...
McKinsey · 2020 · industry_trends
Due to COVID-19 ridership has fallen drastically across all transit systems...
99% — percent reduction in ridership
 ...and has remained low since this sharp drop
McKinsey · 2020 · market_landscape
...and has remained low since this sharp drop
-88% — ridership decline
 In the 08/09 financial crisis, urban transit ridership followed a “U” shape... ... a decline with a long path to recovery
McKinsey · 2020 · precedent
In the 08/09 financial crisis, urban transit ridership followed a “U” shape... ... a decline with a long path to recovery
20% — monthly ridership
 Shocks affecting health and safety have historically had a “V” shape, with ridership dropping 30-50%, then returning to near normal in 2-3 months
McKinsey · 2020 · precedent
Shocks affecting health and safety have historically had a “V” shape, with ridership dropping 30-50%, then returning to near normal in 2-3 months
30-50% — Ridership index
 How COVID-19 may be different than past health or safety shocks
McKinsey · 2020 · context
How COVID-19 may be different than past health or safety shocks
 Two ridership scenarios were developed... ...combining the characteristics of health and economic crises
McKinsey · 2020 · scenario_analysis
Two ridership scenarios were developed... ...combining the characteristics of health and economic crises
-75% — ridership
 Two toll scenarios were developed based on current data and traffic projections
McKinsey · 2020 · scenario_analysis
Two toll scenarios were developed based on current data and traffic projections
35% — Percentage of base level traffic
 Resulting toll revenue assumptions and modeling
McKinsey · 2020 · scenario_analysis
Resulting toll revenue assumptions and modeling
$1.02 B — Revenue loss
 Using similar considerations, the projections for fare and tolls were extended through Q1 2022
McKinsey · 2020 · scenario_analysis
Using similar considerations, the projections for fare and tolls were extended through Q1 2022
 Economic scenario for change in employment used in the analysis
McKinsey · 2020 · scenario_analysis
Economic scenario for change in employment used in the analysis
-17% — Change in Employment
 Historical real estate tax performance in the Great Recession
McKinsey · 2020 · precedent
Historical real estate tax performance in the Great Recession
 Pace of decline of economic activity in Q2 2020 is likely to be the steepest since decline since WWII
McKinsey · 2020 · scenario_analysis
Pace of decline of economic activity in Q2 2020 is likely to be the steepest since decline since WWII
 Mobility-related tax methodology follows toll projections
McKinsey · 2020 · scenario_analysis
Mobility-related tax methodology follows toll projections
 Resulting non-fare revenue modeling for 2020 by groups of taxes
McKinsey · 2020 · data_table
Resulting non-fare revenue modeling for 2020 by groups of taxes
(1.6) - (1.8) — Projected revenue loss
 Using similar considerations, the projections for non-fare revenue were extended through 2021
McKinsey · 2020 · scenario_analysis
Using similar considerations, the projections for non-fare revenue were extended through 2021
(1.8) - (2.0) — Projected delta
 Incremental operating expenses may increase $0.7-$0.8B in 2020
McKinsey · 2020 · cost_structure
Incremental operating expenses may increase $0.7-$0.8B in 2020
$0.7-$0.8B — Incremental operating expenses
 MTA carries the most riders with majority of fare revenue
McKinsey · 2020 · benchmark_peers
MTA carries the most riders with majority of fare revenue
57% — Ridership and fare revenue share
 Replacing lost operating funds may create up to $9.1B in GDP impact and 109K jobs
McKinsey · 2020 · impact_sizing
Replacing lost operating funds may create up to $9.1B in GDP impact and 109K jobs
$9.1B — GDP impact
 ASCs are becoming an increasingly important part of the provider landscape and offer large potential, but require tailored strategies given different clinical, economic, and decision-making dynamics
LEK · 2024 · executive_summary
ASCs are becoming an increasingly important part of the provider landscape and offer large potential, but require tailored strategies given different clinical, economic, and decision-making dynamics
6-8% — CAGR
 Six key themes have emerged from the 2024 ASC Insights Study, reflecting how ASCs have advanced as customers and how MedTechs can better support the evolving ASC landscape
LEK · 2024 · key_messages
Six key themes have emerged from the 2024 ASC Insights Study, reflecting how ASCs have advanced as customers and how MedTechs can better support the evolving ASC landscape
6-8% — ASC revenue growth
 The ASC market is highly diverse with a few key customer archetypes that influence their purchasing attitudes and behaviors
LEK · 2024 · segmentation
The ASC market is highly diverse with a few key customer archetypes that influence their purchasing attitudes and behaviors
 The ASC market has a robust growth outlook, with revenue and spend expected to increase ~6-8% p.a. through 2027, with pockets of higher growth in higher value ASC specialties
LEK · 2024 · market_landscape
The ASC market has a robust growth outlook, with revenue and spend expected to increase ~6-8% p.a. through 2027, with pockets of higher growth in higher value ASC specialties
6-8% — CAGR
 Continued market growth has been supported by growth in procedure volumes, encouraged by a range of growth drivers and progress on key historical growth barriers
LEK · 2024 · industry_trends
Continued market growth has been supported by growth in procedure volumes, encouraged by a range of growth drivers and progress on key historical growth barriers
30-35M — Procedure volume
 Specialties have migrated to ASCs to varying degrees; cardiovascular, spine, and orthopedics are emerging ASC specialties with relatively higher ASC growth expectations
LEK · 2024 · bubble_chart
Specialties have migrated to ASCs to varying degrees; cardiovascular, spine, and orthopedics are emerging ASC specialties with relatively higher ASC growth expectations
 Emerging ASC specialties with higher growth expectations (i.e., CV, orthopedics, spine) are also those with higher-revenue procedures requiring higher spend on medical devices and equipment
LEK · 2024 · bubble_chart
Emerging ASC specialties with higher growth expectations (i.e., CV, orthopedics, spine) are also those with higher-revenue procedures requiring higher spend on medical devices and equipment
 Most ASC pain points have declined since 2020 as ASCs continue to mature and professionalize
LEK · 2024 · pain_points
Most ASC pain points have declined since 2020 as ASCs continue to mature and professionalize
39% — Percent of respondents reporting significant pain point
 In terms of strategic priorities, ASCs are focusing on table stakes issues like quality of care, staffing, and basic operations, while also considering expansion to new physicians, procedures, and payer networks
LEK · 2024 · kpi_dashboard
In terms of strategic priorities, ASCs are focusing on table stakes issues like quality of care, staffing, and basic operations, while also considering expansion to new physicians, procedures, and payer networks
73 — Percent of respondents rating priority 6 or 7 out of 7
 Many ASCs are seeking closer partnerships with MedTechs to help deliver on their clinical and economic objectives, especially hospital-owned and 100% physician owned multi-specialty ASCs
LEK · 2024 · market_landscape
Many ASCs are seeking closer partnerships with MedTechs to help deliver on their clinical and economic objectives, especially hospital-owned and 100% physician owned multi-specialty ASCs
85% — Agreement with MedTech partnership
 In particular, ASCs are most interested in MedTechs providing them with better suited pricing models as well as product support (e.g., education, training)
LEK · 2024 · market_landscape
In particular, ASCs are most interested in MedTechs providing them with better suited pricing models as well as product support (e.g., education, training)
58% — Percent of respondents
 ASCs expect price discounts compared to hospital prices and are willing to work with MedTechs on pricing models / arrangements to unlock lower prices
LEK · 2024 · market_landscape
ASCs expect price discounts compared to hospital prices and are willing to work with MedTechs on pricing models / arrangements to unlock lower prices
30% — Expected price discount
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